workplace wellbeing toolkit - isle of man government … · workplace wellbeing toolkit: three...

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ISLE OF MAN WORKPLACE WELLBEING

HEALTH IMPROVEMENT Public Health Directorate

Workplace Wellbeing Toolkit: Three stages to implement a workplace health and wellbeing programme

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ACKNOWLEDGEMENTS

This Healthy Workplace Toolkit is being launched by the Workplace Wellbeing Group; a collaboration between the Isle of Man Government and the Chamber of Commerce.

We would like to acknowledge those who were involved in production of the original document used as a template. The Three Stages to implement a workplace health and wellbeing programme is based on the following guide produced by: Heart Foundation, Cancer Council NSW and PANORG University of Sydney.

Healthy Workplace Guide: 10 steps to implementing a workplace health programme. Second edition. 2016.

Terms of use: This material has been developed for general information and educational purposes only. It does not constitute medical advice.

While care has been taken in preparing the content of this material, the Workplace Wellbeing Group cannot accept any liability, including for any loss or damage, resulting from the reliance on the content, or for its accuracy, currency and completeness.

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The Isle of Man Government is committed to ensuring our Island is a place of enterprise and opportunity. Making this vision a reality depends upon a number of factors,

but none as important as the source of the Island’s economic productivity: the people who make up our workforce.

The proven link between productivity and wellbeing in the workplace is not new. Whilst it is clear that there are a number of organisations in the Isle of Man that understand this link and harness its potential, there are also organisations in need of greater support.

It is vital that the public, private and third sectors work together to raise the profile of wellbeing in the workplace, not just for the economic benefits but also the social ones.

Putting wellbeing at the heart of an organisation’s culture not only improves productivity but develops a more committed workforce that feels valued and empowered.

I am grateful to the Isle of Man Chamber of Commerce for partnering with Government to drive forward this important work in supporting organisations, both big and small, with the practical tools to develop or reinvigorate their workplace wellbeing programmes.

Hon Kate Beecroft MHK Minister for Health and Social Care

WELCOME & FOREWORD

With Brexit approaching, there has been much media comment on the levels of productivity in the UK, where it seems that people are working long hours but to little effect. This is in stark contrast to Germany,

where the average worker is an astonishing 33% more productive than their British counterpart.

The links between productivity and employee wellbeing are well documented – so there are good, sound, financial reasons for organisations supporting workplace initiatives. But more importantly there are moral and human imperatives for all of us to create working environments where people are encouraged to play to their strengths, are supported when things go wrong, are stretched and empowered, and provided with the tools to thrive.

Creating a culture in which mental as well as physical health is prioritised is the key to creating a truly successful workplace, and it is often how we conduct ourselves when times get tough for a member of staff – on either the corporate or the personal front – that really distinguishes us as employers.

This document aims to support you with more tools to create ‘the greatest happiness for the greatest number’. Your staff will benefit, you will benefit, and of course, so will the Isle of Man.

Micky Swindale President, IOM Chamber of Commerce

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Do you need to read the whole guide before you get started?

The three stages consist of introducing the purpose of a wellbeing programme; constructing an effective programme and then implementing it within an organisation. These are described in the diagram on page 5. You may choose to read through all the sub-sections, or simply refer to particular sections you are interested in. At the end of each part there are checklists, summarising the recommended activities for different workplace sizes. Additionally, the guide may be useful as a resource that you can revisit and simply read relevant sections as needed.

Do workplaces need to undertake all of the stages?

The stages outlined in this guide are all important for a comprehensive and effective workplace health and wellbeing programme, and have been set in a logical manner. For a workplace wellbeing programme to be as effective as possible, leadership and management buy-in is crucial as a starting point to ensure a supportive culture is nurtured within the organisation. However, how you choose to use the guide will depend on a number of factors including:

• The size and nature of your business;

• The health needs of employees; and

• The available resources within your workplace.

For example, smaller businesses may have the business owner leading the workplace wellness programme and may find identifying programme activities, developing an action plan and budget most relevant and useful. However, identifying the needs of the organisation’s workforce must still come at the start.

HOW TO USE THIS GUIDE

This guide is aimed at assisting every size of business to implement a sustainable and cost effective workplace health programme.

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There are three Stages to Implementing a Workplace Wellbeing Programme

The three stages of implementation are split like the diagram below to help you follow the process in a logical manner.

Once stages 1 - 3 are complete, the evaluation can then be used to go through the cycle again starting at stage 1 with any new initiatives or programmes.

The results and feedback from the previous evaluation will be able to support further wellbeing campaigns with management or improve ongoing programmes.

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Welcome and foreword 3How to use this guide 4Ten steps to implementing a workplace health programme 5Introduction 7

Part 1: Getting Started

Gain support from management 10Introduce the concept and identify needs 11Gain support from employees and establish programme responsibilities 12

Part 2: Constructing your programme

Develop goals and objectives 16Identify programme activities, develop an action plan and budget 17Select incentives and rewards 22Identify additional support 23

Part 3: Implementing your programme

Promote your programme 26 Manage your programme 28Evaluate your programme and make improvements 28Tools and resources 32

Appendix 1: Services providing support for possible Target Areas 36

Appendix 2: Action Plan Example 37

Appendix 3: Aide Memoire from 2016 Workplace Wellbeing Workshop 38

References 39

TABLE OF CONTENTS

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What is a healthy workplace?

Workplace health and safety policies help keep employees safe from physical, chemical and biological dangers. A healthy workplace compliments this by supporting the health and wellbeing of employees.

A healthy workplace implements workplace health programmes and policies to create a supportive culture and physical environment that encourages healthy lifestyles. It is also characterised by employees and employers working together to support and promote the health and wellbeing of people.

For an organisation, a workplace where wellbeing is at the centre of the culture - including environment, policies and working practices - not only makes for a more productive workforce, but also one that feels valued and empowered. It also very often makes an organisation an 'employer of choice' and will attract committed and quality staff.

What is a workplace health programme?

A workplace health programme refers to activities undertaken in the workplace that support the health and wellbeing of employees. These activities may be targeted at an organisational level, creating policies and environments (physical and social) which support healthy behaviours (e.g. healthy catering policy or changing facilitates to allow active travel) and may focus on individual behaviour change (e.g. education sessions or physical activity classes).

Why promote a workplace wellbeing programme?

There is increased awareness regarding the value of workplace health programmes that support the health and wellbeing of employees.

Full-time employees will spend an average of 37.5 hours a week in the work environment. If weekends are discounted and employees get 8 hours sleep a night, approximately 48% of waking hours in the 5 day working week is spent at work.

Organisations that have implemented workplace health programmes report positive business outcomes such as improved employee retention and productivity, amongst other benefits.

What are the benefits for your organisation?

Research shows there are many measurable benefits to organisations and employers in implementing workplace health programmes, including increased workplace productivity, reduced absenteeism and presenteeism, improved employee satisfaction, improved employee recruitment and retention, improved employee engagement and reduced worker’s compensation costs.

INTRODUCTION

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What types of health areas do workplace health programmes focus on?

Workplace health programmes cover a broad range of health areas to reflect the identified wellbeing needs of the staff employed. However, most workplace health programmes target at least some of the following areas given the importance of each in general health and wellbeing:

NUTRITION: Healthy eating can significantly impact an employee’s ability to do their job effectively by, for example, improving their ability to concentrate. Nutrition programmes educate employees about food choices and equip them to make healthier food and drink choices. Organisations can ensure there are healthy choices available in staff rooms, vending machines and office meetings and functions, plus provide easy access to fresh fruit and healthy snacks.

PHYSICAL ACTIVITY: In addition to healthy eating, physical activity is an important part of a healthy lifestyle. Workplace health programmes can offer employees opportunities to incorporate physical activity into their daily lives and also provide an environment that supports physical activity.

SMOKING CESSATION: Smokers tend to fall ill more frequently than non-smokers. Promoting services such as Quit4You stop smoking service or allowing time to see a doctor to discuss quitting smoking, are valid options for employers to include in their workplace health programmes.

STRESS MANAGEMENT: Stress itself takes a toll on employees. Stress is also linked to other health concerns, such as depression, heart disease, diabetes, and obesity. Workplace health programmes that help employees manage stress can improve their health and wellbeing.

POSITIVE MENTAL HEALTH: According to Mind (UK), 1 in 6 workers are dealing with a mental health problem such as anxiety, depression or stress. This can stop people performing at their best. Organisations perform better when their staff are healthy, motivated and focused; and the best employers support employees who are experiencing mental health problems to cope and recover.

ALCOHOL AND DRUG USE: Many individuals and families face a host of difficulties closely associated with problem drinking and drug use and these problems quite often spill over into the workplace. This can range from hangovers and a loss of productivity, to poor decision making that may lead to accidents and injury. By encouraging and supporting treatment, employers can dramatically assist in reducing the negative impact of alcoholism and addiction in the workplace, while reducing their costs.

FINANCIAL WELLBEING: The impact of poor financial wellbeing can negatively affect employee engagement and productivity; this has a potential knock-on effect on company performance. A report by Barclays in 2014 found that 20% of employees were negatively affected at work due to a worry about their financial situation. (Financial Well-being: The Last Taboo in the Workplace?)

INTRODUCTION

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Essential components of workplace health programmes

Evidence shows that the most effective workplace health programmes include a number of key features, such as:

• Commitment from and participation by management

• Seeking and fostering commitment from employees, including those hard to engage as well as programme ‘champions’

• Offering all employees the opportunity to participate regardless of their current health

• Involving employees in programme development and implementation

• Linking with existing local services and resources

• Comprehensive, sustainable activities that address employees’ social interests, behaviours and the physical environment of the workplace

• Adequate resources

• Programme evaluation and improvement

To help you implement a successful workplace health programme, this toolkit takes you through the three stages of the process to help you start, construct and implement your programme.

It shows that spending lots of money is not always necessary and implementing successful activities can actually be done without significant cost to your organisation.

INTRODUCTION

Benefits of a healthy workplace for employers

• Improve work performance and productivity

• Reduce absenteeism and sick leave

• Decrease frequency and costs of worker’s compensation

• Improve employee morale, satisfaction and motivation

• Improve corporate image and attraction/retention of employees

• Increase return on training and development investment

Benefits of a healthy workplace for employees

• Increase in health awareness and knowledge

• Increase in physical health and mental wellbeing

• Increase in job satisfaction and morale

• Healthier lifestyle

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Gain support from management

Gaining support from management is the most important first step to ensure that your programme is supported by the organisation and that resources (financial and human) are allocated appropriately. Wellbeing should be supported through the culture of the organisation and reflected throughout including policies, procedures and environment.

Like any workplace change or initiative, success depends upon support from the leaders of the organisation. When managers are seen to openly embrace the programme, employees are more likely to do the same. For this reason, it is important to ensure that management is included from the start and has ongoing representation on any committees or groups that are formed as part of the programme.

Reasons why the programme would benefit the organisation

Gaining commitment from management depends on a strong business case for the workplace health programme. The business case could include:

• Specific benefits of a chosen programme, e.g. physical activity and good nutrition, positive mental health, for both employees, the organisation and wider community

• Specific costs to your organisation of physical inactivity and poor nutrition, or poor mental health (e.g. gather accurate data from HR related to absenteeism/presenteeism)

• Outline of your programme, including its objectives and examples of the activities that may be implemented (these should be examples only, programme design should come after workforce needs have been assessed and prioritised and budget committed)

• Estimated resources required to organise and drive the programme

• Anticipated overall outcomes

• Case studies of how a programme has been successfully implemented elsewhere

We suggest the use of business case calculators that are already available from reliable sources, such as NICE (National Institute for Health and Care Excellence) or the British Heart Foundation 'health at work' resources.

STAGE 1: GETTING STARTED

Benefits to the Organisation Benefits to the Employee

a well-managed health and safety programme a safe and healthy work environment

a positive and caring image enhanced self-esteem

improved staff morale improved morale

reduced staff turnover reduced stress

reduced absenteeism increased job satisfaction

increased productivity increased skills for health protection

reduced health care/insurance costs improved health and wellbeing

Adapted from: (WHO, 2016)

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Introduce the concept and identify needs

For a programme to be successful, it is essential that all employees are engaged; especially those who are hardest to reach as these are the employees who will benefit most once committed to a programme. The best way to achieve this is to ensure your programme is relevant to the needs of your organisation and its employees.

Identifying these needs allows you to better understand your organisation’s work environment. This will help you determine the priorities for the programme and therefore, develop a programme that responds to employee needs and aligns with your organisation’s goals and objectives. The information you gather will also provide some baseline measures to help evaluate the success of your programme.

Depending on the size of your organisation, a number of approaches can be taken to determine organisation and employee needs. These range from conducting simple focus groups to identifying current employee issues, ideas and preferences, to more comprehensive organisation wide health and wellbeing surveys and workplace environmental audits.

In organisations where employees work remotely or where there are multiple worksites, you should ensure that all worksites are considered during the needs assessments.

Examples of needs assessments:

EMPLOYEE FOCUS GROUPS: will help you identify current issues, ideas and preferences for your programme.

EMPLOYEE HEALTH AND WELLBEING SURVEYS: will help you identify specific health behaviours, interests and preferences for activities within your workplace.

WORKPLACE ENVIRONMENTAL AUDITS: will help you understand your workplace infrastructure (e.g. workspaces, shower and kitchen facilities), your organisation’s health and wellbeing culture and identify any unwritten rules or assumptions about health practices or policies (e.g. flexible work time/shift patterns).

This will help you to identify activities that are likely to be most suitable for your workplace. Specific features that could be assessed include:

• Availability of well-lit/ventilated workspaces with access to nature at break times

• Availability of healthy, nutritious foods in vending machines, canteens, office meetings and functions

• Availability of facilities for employees to store and prepare healthy food brought into the workplace from home (e.g. fridge and cupboard space)

• Availability of facilities at or near work that encourage physical activity (e.g. fitness centres, bicycle racks, showers and walking paths)

Depending on the resources available, you can conduct one or all of the needs assessments described above. Although each provides important information, conducting all of the assessments will help develop a programme that is more likely to address more fully the primary needs of your organisation and its employees. It may also identify some quick wins that do not rely on a big budget. Ensure you only collect information that is useful in the development or evaluation of your programme.

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Some questions you could ask in a focus group:• What sort of activities would you be willing or happy to participate in?

• What health areas would you like the organisation to focus on? e.g. weight management, stress, smoking, working environment, physical activity, active travel etc.

• When would you like the activities to occur? e.g. in lunch breaks, before or after work

• What are the biggest challenges you face currently in participating in activities in your workplace?

• What would help to allow you to travel to work by bike/foot?

Programme target areas

Your programme’s target areas should address the primary workplace health needs of your employees as identified through your needs assessment.

As mentioned in the introduction, most programmes target nutrition and/or physical activity. If weight management is identified as a primary need, then it is important to consider targeting both nutrition and physical activity.

Other health and wellbeing target areas may be requested by employees, such as smoking cessation, stress management, positive mental health, drug and alcohol issues, and financial wellbeing. Please visit our website (www.gov.im/workplacewellbeing) for up to date information on help and resources for these topic areas.

Gain support from employees

To gain support from employees, it is important they understand the benefits of the programme. Be open and honest; outline the benefits for both the organisation (e.g. improved productivity) and its employees (e.g. better health and wellbeing).

Establish programme responsibilities

It is important to identify who is responsible for coordinating any part of your programme and that the responsibilities are incorporated into their work role, including allocating time to manage the wellbeing initiatives.


A successful focus group:

• has a specific, focused discussion topic • has a trained leader or facilitator • should be carefully planned to create a nonthreatening

environment in which people are free to talk openly

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It is also worthwhile identifying programme advocate(s) or champion(s) who are particularly interested in any elements of workplace wellbeing and who are willing to promote the concept to their colleagues. Interest and enthusiasm from just one employee can be enough to start the ball rolling, particularly in smaller workplaces. The programme coordinator(s) and identified advocates will become the ‘champions’ for your programme, providing on-the-ground energy and encouragement to get colleagues engaged and committed to the wellbeing programme.

Medium to large workplaces implementing a more comprehensive programme should look to establish a programme working group or committee. Forming a committee is a good way to coordinate the development of a comprehensive programme. It provides a forum where you can share responsibilities and generate ideas. The size of your committee will depend on the size of your organisation and scope of your programme, but try to keep it manageable – ideally, three to ten employees.

To bring different skill sets to the committee and ensure ongoing employee engagement across the organisation, try to include members from all areas of your organisation. If there are those that do not want to be engaged it is important to find out why if possible without alienating them and see if perceived barriers can be reduced for those staff members. Roles and responsibilities should be clearly defined and assigned to committee members.

Forming and managing a healthy workplace committee

FUNCTIONS OF THE COMMITTEE

• Develop, guide and coordinate the programme

• Identify employees’ needs and barriers

• Motivate and encourage all employees to participate where possible

• Maintain management’s commitment and enthusiasm and provide them with feedback

• Discuss potential programme elements and decide what activities to include within budget

ATTRIBUTES OF THE COMMITTEE COORDINATOR

Nominate one member of the committee to be the committee coordinator. Ideally, this person should be able to:

• Demonstrate strong leadership skills

• Communicate well with employees and management

• Understand the committee’s mission and be confident about advocating the programme to employees and management

• Act as a role model for healthy lifestyles

• Be a team player – work well independently and with a diverse group of people

• Motivate and mentor others

• Assign clear roles and responsibilities to each member and identify the next steps for your programme.


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IDENTIFY ROLES AND ASSIGN RESPONSIBILITIES

Assigning roles to different staff members will help ensure that all aspects of the programme are undertaken. Sharing the responsibility will make it easier to implement the programme.

Depending on the size of your committee, you may wish to appoint staff members to manage specific elements of your programme, such as the needs assessment, specific activities or programme promotion.

COMMITTEE MEETING

At the start, the committee may want to meet weekly, then monthly as the programme is established. Scheduling will need to be flexible to accommodate people’s work commitments, but you should aim to meet at least once a quarter to maintain momentum. Set an agenda with outcomes for your meetings so that everyone attending the meeting has a clear idea of what is expected of them.

EMPLOYEE CONFIDENTIALITY

Part of gaining employee support and trust in your programme involves ensuring a high level of sensitivity and privacy in relation to their personal health information.

It is important that any employee surveys respect privacy. All health information collected should be de-identified (or anonymous), and not stored in public locations. Your employees should not feel pressured into participating in the survey or the programme, and if they are unable to participate for any reason, they should not be made to feel alienated. Additional support may be required for some staff; this should be considered in the planning stages.

Do not be overwhelmed by the responses from any workplace or employee needs assessments. Priority lists and good communication with your employees will help to set clear expectations around what changes can practically be targeted in the short, medium or long term. For small to medium sized workplaces, it is important to start simple and add to your programme over time.

An organised approach and clearly defined roles within your committee will help to ensure that no one is overburdened and enthusiasm can be maintained.

“The information you gather will also provide some baseline measures to help evaluate the success of your programme.”

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Gain support from Management

Meet with management to discuss a proposed workplace health programme

(formal presentation)Management representation on the committee

optional


Focus group with employees to determine what can be done and how Employee health and wellbeing survey optional Workplace environmental audit optional Employee interest survey optional optional

Gain support from employees and establish programme responsibilities

Promote the programme and its rationale to employees Identify programme coordinator Identify champion(s)

Establish committee and assign roles and responsibilities

(small committee

of 1-3 people)

(3-10 people,

inc. management)

(3-10 people, from different

departments and management)

Summary Checklist

Size of Workplace Small (<20 employees)

Medium (20-200

employees)

Large (>200

employees)

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Once you have leadership buy-in and have an idea of your organisation's 'needs' – what happens next?

Developing goals and objectives helps to answer people’s questions: ‘where are we going?’ and ‘how will we get there?’

Developing goals and objectives

Identify clearly stated programme goals.

Focus on the specific needs and interests of your organisation and employees identified in Stage 1. This will help you identify the following:

• Scope of the programme, including target area(s)

• Expected outcomes for management and employees

• Resources (financial and time) necessary to achieve those outcomes versus resources available

• Best method to track the progress of your programme against your baseline figures

Once you have collated this information, you should be able to identify your programme’s goals.

SAMPLE GOALS

NUTRITION: Employees will have access to healthier food options within the workplace.

PHYSICAL ACTIVITY: Employees will be encouraged and supported to use active transport methods to travel to and from work.

MENTAL HEALTH: Employees will have access to information about mental health support services.

ENVIRONMENT: Employees will be encouraged to take a lunch-break away from their desks

Determine the programme’s objective(s).

For each goal you should establish at least one SMART programme objective, that is:

SPECIFIC – What specifically do you wish to achieve within your programme?

MEASURABLE – How will you judge if you have achieved what you wanted to in your programme?

ACHIEVABLE – Can this objective be realistically achieved based on the resources available plus the support and interest for your programme?

RELEVANT – Is the objective relevant to the needs and interests of your organisation’s managers and employees?

TIME-BOUND – When do you expect to achieve this objective?

STAGE 2: CONSTRUCTING YOUR PROGRAMME

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SAMPLE OBJECTIVES

NUTRITION: All vending machines within the workplace will be modified to include at least 50% healthy food options by [date]. Healthy food options, include wholegrain breads and cereals, fruits, vegetables, low fat dairy, lean meats, water and low sugar drinks.

PHYSICAL ACTIVITY: Increase the number of employees using an active travel mode to and from work by 10% by [date].

MENTAL HEALTH: By [date] posters will be displayed in all staff rest areas providing details of support available locally to employees. For smaller organisations this may be from the health service and voluntary sectors. Some larger organisations may have their own welfare team.

ENVIRONMENT: By [date] staff will be supported by management to take at least 30 minutes break from their desk daily. This will be recorded via the clocking-in system.

Consider performance measures

At this stage it is essential to plan how you will track the progress and success of your programme in achieving its goals and objectives.

The performance measures you decide upon will come directly from your programme’s objectives. Therefore, you must ensure your programme’s objectives are measurable.

Identify programme activities

For maximum impact, activities should address the primary needs and interests of your employees, as well as fit within the budget and timeline of your programme. Your goals and objectives will also guide the type of activities you choose.

Activities can be simple and inexpensive, like starting a lunch time walking group, or they may require a more significant investment of time and money, like setting up on-site exercise facilities or for a medium-sized budget providing cycle racks and changing facilities.

Listed in the following tables are examples of activities targeting physical activity and nutrition that can be undertaken in the workplace. The activities have been classified into three levels – low, medium and high, relative to the estimated employee and financial resources that will be required to implement the activity. The tables can be used to identify the types of activities you could quickly and easily implement (e.g. low resource), and those that may take more time or be more challenging to implement (e.g. high resource).

The activities are further classified based on their target area:

• People

• Environment

• Policy

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Activities that focus on ‘People’ are aimed at educating and increasing awareness. These should always be teamed with activities that create a supportive workplace environment and backed up by sound workplace policies.

Research shows a multifaceted approach, consisting of a range of activities, is more likely to increase participation rates and meet employees’ individual health needs.

Developing a healthy workplace policy

Your workplace may choose to develop a healthy workplace policy as part of your programme. A policy will reinforce the organisation’s commitment to the programme, help to ensure the programme becomes an integral part of the organisation and provide a clear outline or statement to management and employees about the aims of the programme.

Introducing sit-stand workstations or providing only healthy options in your vending machine are examples of targeting the workplace environment.


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Examples of activities targeting physical activity in the workplaceP People E Environment P Policy

Low resource activities P E P

Provide opportunity for standing breaks Provide flexible workspaces that allow employees to stand or move around Enforce task rotation during shifts, particularly swapping sedentary and standing tasks Offer flexible work hours to allow for physical activity during the day Support physical activity breaks during the workday, such as stretching or short walks Map and promote walking, cycling and public transport options to and from work Encourage active transport e.g. getting off the bus sooner or parking futher away Start a lunchtime walking group Encourage a 'sit-less' environment by posting signs at lifts to promote use of stairs Place communal rubbish bins and printers in areas where people need to move towards Provide bike racks in safe, convenient and accessible locations Provide regular communication on physical activity, fitness and link to relevant websites Promote walking meetings as a way of discouraging sedentary behaviour Liaise with local fitness centres and bike shops to obtain discounted membership/rates Promote local physical activity and/or active travel events Medium resource activities P E P

Facilitate outdoor events e.g. family picnic days, beach cleans or glen walks Provide subsidies for the purchase of fitness or activity tracking apps Bring in activities with web-based platforms for tracking and gamifying healthy behaviour Set up a pedometer or activity tracker (e.g. Fitbit/Garmin) loan scheme Implement employee challenges or competitions using pedometers or activity trackers Provide support for employees to enter fun runs and walking events as a workplace team Provide end-of-trip facilities e.g. showers, bike parking and lockers in the workplace Arrange a workplace team to participate in organised sport activities or business leagues Provide health-related events (guest speakers, classes etc.) Provide weather protection gear to allow employees to walk to meetings e.g. umbrella High resource activities P E P

Provide sit/stand workstations Facilitate work sporting teams to encourage physical activity and team building Provide subsidised membership at local fitness centres Provide subsidised public transport cards to employees to encourage public transport Provide all employees with activity trackers Provide an on-site exercise facility Have an exercise psychologist attend and perform simple fitness tests on-site Have an exercise specialist give regular motivational fitness talks on-site

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Examples of activities targeting nutrition in the workplace

Low resource activities P E P

Utilise ‘healthy option’ indicators (e.g. ‘low in salt’, ‘low in fat’, ‘high in fibre’ or ‘healthier choice’) on food items provided in workplace canteens and dining halls Liaise with local provider(s) to take orders from employees and deliver boxes of fresh fruit and vegetables Provide protected spaces away from work areas for meal breaks with room for food prep Display healthy eating information in appropriate places (e.g. kitchen, canteen) Develop regular communications on nutrition (e.g. healthy recipe of the week, nutrition tips, myth busting) to be distributed through newsletters, notice boards, toolbox talks/staff meetings, emails, intranet pages, or with payslips

Offer healthy food and drink choices at employee functions and meetings Provide nutrition magazines for employees to read in your workplace Promote local healthy eating events Establish workplace policies that promote and support employees to eat healthily

P People E Environment P Policy


Medium resource activities P E P

Organise for a dietitian to take employees on a food label reading tour at a supermarket Provide free or subsidised fresh fruit and vegetables in the workplace Ensure there are sufficient kitchen facilities for food prep e.g. fridges, microwaves, cutlery and crockery Provide free or subsidised fresh fruit and vegetables in the workplace Offer healthy food options in vending machines Arrange a mobile food service that offers healthy options Have a dietitian provide an educational talk on healthy eating Provide subsidies for the purchase of nutrition related books (e.g. cookbooks) or apps High resource activities P E P

Provide regular on-site health checks (including weight checks) for employees Provide incentives and/or support (e.g. flexi time) for employee participation in off-site nutrition or weight management activities Include employees’ families in education regarding nutrition e.g. disseminate information relevant to families and invite families to nutrition information sessions Change the menu in the workplace canteen to ensure that healthy options are available Have a dietitian run a weight management/nutrition course on-site

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Develop an action plan

Once the activities for your programme have been chosen, it is time to develop an action plan. The action plan links the activities to their goals and objectives and provides the finer details on what will be required to implement the activities effectively and when.

Your action plan should include a mix of activities that target people, the environment and policy. By targeting all these areas, your programme will be more successful. Keep your action plan flexible and realistic, as changes may need to be made based on employee feedback and/or evaluation as your programme progresses.

Ensure activities are scheduled at convenient times to maximise employee participation. It may be necessary to run certain activities at multiple times. It may also be worth linking activities with specific national health campaigns, events or promotions such as Comic Relief, Stoptober, World Mental Health Day, and Movember.

INFORMATION TO INCLUDE IN AN ACTION PLAN:

• Goals and objectives

• Activities

• Support and resources required

• Who is responsible for each activity

• Timeline for each activity

• How each activity will be evaluated

Budget

An accurate budget should outline the estimated costs of implementing your programme.

You will need to consider the following areas:

• Equipment and supplies

• Personnel and/or training costs

• Incentives and rewards for employee participation

• Other costs relevant to your action plan

Small workplaces may be conducting a programme with little or no budget. However, even items like refreshments for a health seminar will need to be budgeted.

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Consider cost sharing:

Research suggests that cost sharing results in a high degree of commitment by those sharing the cost. A workplace may choose to cover 100% of the costs of certain programme activities, while cost sharing with employees for other parts of the programme. For example, the workplace may choose to supply free fresh fruit once a week to employees, and make a contribution to employees’ gym membership costs.

Consider programme funding or partners

If the activities you have in mind require large amounts of funding, seek partners or funding bodies who might be interested in contributing time, resources or money to help you move ahead with implementing your programme.

Select incentives and rewards

Incentives and rewards can be a very important part of your programme. For employees, these can motivate participation, provide a reason to change behaviour, and improve long term adherence to healthier habits. For the employer, they can demonstrate the organisation’s commitment to the programme. You may consider one or a combination of the following types of incentives and rewards outlined below.

• ACHIEVEMENT AWARDS - Certificates and prizes for those who have achieved health benefits, made a significant effort to make changes and/or participated regularly in activities

• CONTESTS AND COMPETITIONS - Organising competitions with prizes based on participation or the amount of a particular health activity undertaken each day

• PUBLIC RECOGNITION - Acknowledging through announcements at meetings or events, those who have participated or achieved success

• MERCHANDISE - Provide healthy lifestyle merchandise e.g. drink bottles, towels or vouchers from local businesses

• CASH INCENTIVES - Research has shown that programmes that implement cash or rebates as an incentive have higher participation rates

• ENTERTAINMENT - Having lunches, morning teas or entertainment to launch or promote an activity

• DISCOUNTED GYM MEMBERSHIP - Liaise with local gyms to arrange a discount off membership for your employees

• TIME OFF - Offering some time off for participating in an activity may be more of an incentive than cash for some employees

• POINTS SCHEME - Set up a points scheme for participating. Accumulated points can be traded in for gift vouchers or other incentives and rewards


23

• GIFT CERTIFICATES - Provide employees with gift certificates that can be used to purchase what they want.

Remember… When choosing incentives and rewards, you need to be sure they will be desired by your employees.

Identify additional support

There is a wide range of support available on and off-island to help you implement your programme. The type of support you require will depend on the activities you have chosen and where you are in relation to your organisation's wellbeing journey. Many high quality resources are available free or at a low cost from voluntary organisations, NHS England and British Heart Foundation. See www.gov.im/workplacewellbeing for links to these.

AVAILABLE RESOURCES INCLUDE:

• Information resources and tools for individuals e.g. brochures and fact sheets

• Local resources e.g. sporting clubs, gyms and community programmes

• Physical activity programmes e.g. 'walk and talk' by Manx Sport and Recreation

• Toolkits, guidelines and support for implementing activities e.g. NICE guidance and British Heart Foundation

• Referral agencies for employees e.g. Occupational Health and self-referral to Physiotherapy services.

Private workplace health providers may be an option for some workplaces. These providers offer a range of products and services, like health and wellbeing surveys, health screening, information and awareness programmes, and online support.

Services may be provided on a contract or fee-for-service basis. Ensure you communicate your expectations to external providers.

CASE STUDY

Sweaty Betty; London

Sweaty Betty (London) – a sports clothes brand – has won Britain’s Healthiest Employees award several years in a row. As well as providing yoga and running clubs, they allow flexible working hours for healthy hobbies.

'Get Fit 4 Free' campaigns are run throughout the year and free healthcare is provided to staff.

They also support and reward employees for their ambitious independent wellness goals, like running a marathon, entering a triathlon or other endeavours.

"Workplaces can maximise available

resources by linking with other

workplaces to obtain and share

resources."


24

Summary Checklist

Develop goals and objectives



Develop a Mission Statement optional Develop goals Develop objectives (at least 1 objective for each goal)

(1 or more goals)

(2-3 goals)

(2-5 goals)

Consider performance measures


Medium (20-200

employees)

Large (>200

employees)

Identify program activities, develop an action plan and budget

Choose programme activities, considering resource requirements and availability

(at least 1 simple,

low cost activity for each objective)

(at least 2

activities for each objective)

(at least 2

activities for each objective)

Develop an action plan, assign responsibilities and set realistic timeline

Develop budget

(keep a basic track of expenses)

(consider further funding sources)

Present budget to management


Identify local support: people and organisations Acquire relevant resources Consider external programme providers



(look for free or low cost incentives

or rewards)

Ask local contacts to assist with incentives and rewards

25

PROMOTE YOUR PROGRAMME

Promoting your programme to all employees is essential to give it the best chance of achieving its goals and objectives.

The aims of the promotion activities are to:• Raise awareness of your programme and generate interest in participating

• Advertise particular activities and events

• Motivate employees to participate in your programme and activities

• Maintain interest and motivation over the long term.

Motivating all employees to participate is the most important aim of all. No matter how comprehensive and well planned a programme is, it won’t be effective if no one participates. Promoting your programme can commence during the early stages of programme development and then continue throughout. Communication and promotion underpins all the steps and helps create an underlying ‘buzz’ for your programme. It is an extra challenge to inspire those who are less motivated to participate in the initiatives, but these people are also the most likely to make health gains if they take part.

Ideas to help you promote your programme

HOLD A PROGRAMME LAUNCH: An event to announce the commencement of your programme raises awareness about the programme and its activities within the organisation. Seeking the support of your most senior manager, or respected guest speaker, can add a sense of occasion

MOTIVATIONAL OR EDUCATIONAL TALK ABOUT HEALTH: Find local experts, such as a dietitian, exercise specialist, mindfulness practitioner or health coach, to talk about health and promote the benefits to help motivate employees to make behavioural changes.

POSTERS AND HEALTH INFORMATION: Place posters in relevant places around the workplace, and have an information stand with flyers and brochures on workplace activities and other health information, which employees can easily access.

HOLD AN EMPLOYEE HEALTH EVENT: Organise a lunchtime walk, or host your own 'active transport’ day where employees are encouraged to walk or cycle to work – use step counting devices to make it competitive with departments competing against each other.

NEWSLETTERS: Provide information and promote activities in newsletters, online and in employee emails. Send reminders about up and coming activities and events.

SHARE EMPLOYEE EXPERIENCES: Create a regular communication that profiles employee experiences to help inspire others to get involved. The profiles may include employee success stories or describe how they overcame challenges. By making employees aware of the benefits/successes and difficulties/challenges they may experience while participating in the programme, you will make it more real for them. You can also use this idea to help create realistic expectations for participants.

STAGE 3: IMPLEMENTING YOUR PROGRAMME

26

HAVE PROGRAMME 'CHAMPION(S)': Appoint dedicated spokesperson(s) for the programme. They may be manager(s) or enthusiastic employee(s) who are able to promote the programme and its activities to other employees and motivate them to participate.

LINK WITH NATIONAL HEALTH PROMOTION DAYS & WEEKS: There are many health promotion activities occurring at a national level, which you can take advantage of to promote specific health issues in your workplace. (For example: Walk to Work Week, No Smoking Day, Dry January)

Maintaining interest and motivation over the long-term

Considering the following things will help ensure employee participation and motivation remains high over the long term:

• TIME: Most employees are very busy at work and at home. So the more you can make activities fit in with their daily lives the better. Consider activity length and time in the day for holding the activities. For example, organising several 10 minute walks outside throughout the day doesn’t take long, requires no extra equipment, and everyone will feel refreshed afterwards. Organise talks or activities in lunch breaks and make sure they don’t run over time. Also ensure you leave enough time for employees to eat some lunch, or make it a session where they can bring their lunch with them.

• ACCESS: Make sure that all employees are able to access programme activities. Ensure activities are run on-site or close by, and schedule them at different times of the day.

• KNOWLEDGE: To be motivated to participate, employees need to know why they should get involved. To help motivate employees, they will need information regarding the benefits of engaging in healthy activities and the risks if they don’t.

• COST: Implementing activities that have no cost or very low cost for employees will increase the likelihood that employees will participate.

• INCENTIVES AND REWARDS: Offering incentives and rewards for participation can help motivate employees to get started in the programme, and may assist with maintaining their motivation over the long term.

SOME PEOPLE ARE MOTIVATED BY:

Overall health benefits e.g. weight management,

More practical examples e.g. not puffing when climbing

a flight of stairs

Longer term health benefits e.g. preventing chronic

diseases like heart disease, stroke or cancer.


27

MANAGE YOUR PROGRAMME

Putting your plan into action

Once you have completed all the steps in developing your programme, it is time to put your plan into action and commence the programme.

The points below provide a summary of the ongoing activities you will need to undertake to ensure your programme is implemented successfully.

ONGOING PROGRAM MANAGEMENT REQUIRES:

• Regular committee meetings

• Arranging support and resources for activities

• Coordinating and implementing activities

• Managing the budget

• Liaising with providers

• Ongoing promotion and communication

EVALUATE YOUR PROGRAMME AND MAKE IMPROVEMENTS

Why evaluate?

Evaluating your programme is important for reviewing its effectiveness. It provides information that can help with ongoing development and improvement of your programme and hence, can be thought of as continuous improvement. Most importantly, evaluation also allows you to assess whether your programme is achieving its goals and objectives.

To ensure continuous improvement, programme review is recommended to occur at least annually. This allows for new programme goals and objectives to be set and new or additional organisation and employee needs to be identified.

By asking employees questions, you can find out the activities that appeal to them and why, which can help shape your programme over the long term.

How to evaluate

Ideally it is good to undertake three different types of evaluation:

PROCESS EVALUATION: Were the programme and activities delivered as planned?

IMPACT EVALUATION: What sort of changes occurred in the workplace?

OUTCOME EVALUATION: What were the effects for your organisation and employees?


28

More information on each of these types of evaluation is provided in the following sections.

Process evaluation: what worked?

Process evaluation is an important way to find out what worked and what didn’t. For example, you can find out what employees liked about your programme, which activities were popular, which weren’t and the reason behind a schemes success.

This type of information is useful for the continuous improvement of your programme. Knowing what worked and what didn’t will inform the decisions you make in the future.

Some examples of questions to consider in the implementation of your programme include:

• Were all planned activities implemented?

• How many employees expressed interest in participating?

• How many employees participated in each activity?

• How many employees commenced an activity but did not complete it?

• Which activities were most popular?

• Did the programme meet the needs of participants?

• Were employees happy with the range of activities?

• Were employees satisfied with the times when activities were offered?

• Were employees happy with instructors, resources, communication, incentives and rewards?

The information obtained from your process evaluation can be used to modify your programme to increase employee participation and satisfaction.

This information can be obtained by survey, or in a more informal manner, such as simply asking your employees.

Impact evaluation: what changed in the short term?

Impact evaluation assesses the changes that may have occurred in the workplace to help employees be healthier. To assess changes in the workplace there are a number of workplace audit tools that can be implemented ranging from short and simple questions, to long and more comprehensive surveys.

Some examples of impact evaluation questions include, have there been:• any changes in the physical environment to support physical activity in the workplace?

• any changes in the physical environment to support healthy eating in the workplace?

• organisational policy changes that support improved wellbeing in the workplace?


29

Outcome evaluation: what changed in the long term?

Outcome evaluation assesses the effects of the programme, in particular, in relation to any goals or objectives that have been set.

Outcomes may be related to employee health behaviours and/or health status, or to organisation outcomes, such as reduced sick leave or higher employee retention.

Some examples of outcome evaluation questions, include:

• Have employees increased their physical activity?

• Have employees increased their intake of fruit and/or vegetables?

• Have employees reduced their intake of unhealthy foods as a result of the nutrition education or messages that were part of the programme?

• Has the number of sick days in the organisation been reduced?

• Has employees’ productivity increased?

Reviewing and improving your program

The information gathered in the evaluation should be used to review and improve your programme. This may involve a discussion amongst employees involved in implementing the initiative (e.g. working group/committee/champions). It can be worthwhile to use this information to develop a report on your programme. The discussion and report can include information, such as:

• List of activities implemented and those that were most successful

• Summary of changes in health and wellbeing of employees

• Description of changes in the workplace, such as provision of fruit in the office, healthy options at canteen or in vending machines, posters encouraging physical activity etc.

• Whether the programme achieved its goals and objectives

Information that shows your programme is effective can help gain support from management and employees for the continuation of your initiative, or provide a case for an increase in allocation of budget or resources for your programme.

General Statistics of Workplace Sickness Absence

The Office of National Statistics (ONS, 2014) 4 found that a total of 131 million days were lost due to sickness absences in the UK in 2013.

The Chartered Institute of Personnel and Development estimates that the average cost of employee absence is £554 per person although less than two fifths of organisations monitor it. The most common reason given to employers for short term absence is minor illnesses such as coughs or colds followed by musculoskeletal injuries, back pain and stress (CIPD, 2015) .


30

Promote your programme

Promote the programme with posters, health information and resources, and get employees involved in organising activities. Promote specific activities and events through emails, newsletters etc.

Hold an event to launch your programme optional Provide incentives and rewards for participation Implement a competition with teams from within the organisation optional optional Develop a web page on the intranet to display information about your programme optional optional

Summary Checklist


Medium (20-200

employees)

Large (>200

employees)

Evaluate your Programme

Ask employees if they were happy with the activities and information that was provided, and if they feel the programme has helped them feel healthier

(may be informal) (self-report survey) (self-report survey)

Evaluate the programme using the example surveys and audits found in Tools and resources section

optional

Manage your programme

Hold regular committee meetings Arrange support and resources for activities

Coordinate and implement activities

Manage the budget

Liaise with providers Ongoing promotion and communication with employees


31

This section of the document highlights just some of the many resources that are available to support your wellbeing programme. These have been split into the three stages of implementation to ease navigation to what is most useful to you, depending on where your organisation is on its wellbeing journey.

In the appendices section we have included some local and UK organisations that may be able to support your organisation depending on what your identified priority areas are. Finally, there is an example action plan (Appendix 2) which can guide you when setting up goals and objectives, and measures of success.

The resources are hyperlinked in the table below. If you are using a hard copy of this document you can access an electronic version at: www.gov.im/workplacewellbeing

Gain support from management

BUSINESS CASE TEMPLATES, PRESENTATIONS AND PAPERS

Workplace Health: management practices - NICE guideline [NG13] https://www.nice.org.uk/guidance/ng13

British Heart Foundation: Promoting workplace health and wellbeing Explore Health at Work - The Business Case

https://www.bhf.org.uk/health-at-work/get-started/building-the-business-case

Chartered Institute of Personnel and Development (CIPD) - Employee Outlook: Employee Views on Working Life - July 2016 [Report]

https://www.cipd.co.uk/Images/employee-outlook_2016-focus-on-mental-health-in-the-workplace_tcm18-10549.pdf

Chartered Institute of Personnel and Development (CIPD) - Employee Outlook: Employee: Focus on Mental Health in the Workplace - Summer 2016 [Infographic]

https://www.cipd.co.uk/Images/employee-outlook-infographic-mental-health-workplace-739x1032_tcm18-10551.jpg

Mental Health Foundation: Added Value: Mental Health as a workplace asset 2016 [Report]

https://www.cipd.co.uk/knowledge/culture/well-being/outlook-mental-health

Unum Limited (Employee benefits provider) Workplace obesity a weighty issue [Infographic]

http://www.unum.co.uk/hr/workplace-obesity-a-weighty-issue-infographic

TOOLS & RESOURCES

32


ENVIRONMENTAL AUDIT

British Heart Foundation (BHF)Health at Work environment audit template

https://www.bhf.org.uk/publications/health-at-work/health-at-work-environment-audit-template

HEALTH & WELLBEING SURVEY

BHF Health at Work staff survey template

https://www.bhf.org.uk/publications/health-at-work/health-at-work-employee-survey

EMPLOYEE INTEREST SURVEY

Institution of Occupational Safety and Health (IOSH) Ideas on questions to ask for an employee interest survey

https://www.iosh.co.uk/Membership/Our%20membership%20network/Our%20Groups/Broadcasting%20and%20Telecommunications%20Group/Wellbeing%20toolkit/Forming%20your%20strategy/Carry%20out%20an%20interest%20survey

Gain employee support and establish programme responsibilities

COMMITTEE CHECKLIST

Cigna Healthcare: Workplace Wellness Committee - A Toolkit for Employers

http://www.mprisk.org/UserFiles/Servers/Server_84508/File/Wellness%20Docs/Wellness%20Committee/841765a_wellness%20committee%20toolkit_v1.pdf


WRITING OBJECTIVES

Chartered Management Institute (CMI) Setting SMART Objectives Checklist

https://www.managers.org.uk/~/media/Files/Campus%20CMI/Checklists%20PDP/Setting%20SMART%20objectives.ashx

SAMPLE WORKPLACE HEALTH POLICY

British Heart Foundation (BHF) Health at Work policy template

https://www.bhf.org.uk/publications/health-at-work/health-at-work-policy-template

TOOLS AND RESOURCES

33

TOOLS AND RESOURCES

Identify programme activities, develop an action plan and budget

IDENTIFYING PROGRAMME ACTIVITIES

Queensland Government, Healthier, Happier Workplaces: Five steps to workplace wellness

https://workplaces.healthier.qld.gov.au/getting-started/step-four-action-plan/


INCENTIVES AND REWARDS

Marginalia: Future of Work Magazine - reward and recognition in the modern organisation

http://www.marginalia.online/reward-and-recogni-tion-in-the-modern-organisation/


INFORMATION RESOURCES AND TOOLS FOR INDIVIDUALS

British Nutrition Foundation – advice and tips on how to put healthy eating and an active lifestyle into practice, for life

https://www.nutrition.org.uk/healthyliving.html

Change4life: NHS UK – advice and resources on healthy lifestyles for the whole family

http://www.nhs.uk/change4life/Pages/change-for-life.aspx

The Association of UK Dietitians (BDA) – fact sheets on all kinds of dietary information, including healthy eating, Medical conditions and nutrients in food.

https://www.bda.uk.com/foodfacts/home

British Heart Foundation – reducing risk factors (diet, exercise, smoking)

https://www.bhf.org.uk/heart-health/risk-factors

Workplace Wellbeing Charter - awards for England - useful tools and surveys etc.

http://www.wellbeingcharter.org.uk/

Mindful Employer: Charter for employers who are positive about mental health

http://www.mindfulemployer.net

34

TOOLS AND RESOURCES

LOCAL RESOURCES

GoDoActive website links for indoor, outdoor and sports activities across the Isle of Man

www.godoactive.im

Glens (Isle of Man) https://www.gov.im/categories/leisure-and-entertainment/walking/national-glens/

Forestry Warden's Walks (Isle of Man)

https://www.gov.im/categories/leisure-and-entertainment/walking/forestry-wardens-walks/

Self-guided walks (Isle of Man) https://www.visitisleofman.com/things-to-do/activities/walking-and-hiking/self-guided-walks

Isle of Man Government: Self-referral to physiotherapy services

https://www.gov.im/categories/health-and-wellbeing/therapy-services/physiotherapy/outpatient-physiotherapy-services/self-referral/

Stop Smoking and tobacco control including information on the Islands stop smoking service Quit4You

www.quit4you.gov.im

Weight watchers on referral information and other links to a healthy lifestyle

https://www.gov.im/categories/health-and-wellbeing/healthy-weight/

Isle of Man Sport – listings of sporting organisations and contact details.

http://www.isleofmansport.com/organisations.htm

Isle of Man - National Sports Centre - activities, sports, exercise and fitness zones

https://www.gov.im/nsc

ACTIVITY PROGRAMMES

Walk and Talk programme, managed by Manx Sport and Recreation – ideal for getting back into exercise or for a lower impact physical activity.

https://www.gov.im/categories/leisure-and-entertainment/national-sports-centre/activities-for-adults/walk-and-talk/

TOOLKITS GUIDELINES AND SUPPORT FOR IMPLEMENTING ACTIVITIES

World Health Organisation (WHO) Healthy Workplace – Framework and Model

http://www.who.int/occupational_health/healthy_workplace_framework.pdf

35

TOOLS AND RESOURCES

TOOLKITS GUIDELINES AND SUPPORT FOR IMPLEMENTING ACTIVITIES

World Health Organisation (WHO) Healthy workplaces: a model for action. For employers, workers, policy-makers and practitioners

http://www.who.int/occupational_health/publications/healthy_workplaces_model.pdf

Sustrans – Travel Planning Toolkit a fresh look at the way their staff travel to work to develop and implement a successful Plan.

https://www.sustrans.org.uk/wales/workplaces/smarter-journeys-work-toolkit

Heart Foundation Australia: Physical Activity Network: Workplace wellness

https://www.heartfoundation.org.au/for-professionals/physical-activity/workplace-wellness

Lifeshare - local scheme to reduce traffic on the roads, and cut down on individuals using a vehicle. LIfeshare will help you to find someone going the same direction as you offering a lift.

https://liftshare.com/uk/journeys/from/isle-of-man

REFERRAL AGENCIES FOR EMPLOYEES

Occupational Health, Isle of Man Government Tel: 01624 642150

Promote your programme

Calendars of Health Promotion activities and events in the UK

Awareness Days – provides a calendar of up and coming events which can be used to promote in-house initiatives.

https://www.awarenessdays.com/

Evaluate your programme and make improvements

Evaluation methods

Queensland Government: Workplace Health in Australia: Evaluate your workplace wellness program to show you how well it’s working

https://workplaces.healthier.qld.gov.au/member/load/media/?f=evaluate-your-program.pdf

36

PROGRAMME FOCUS

ORGANISATION CONTACT DETAILS WEBSITE

Smoking Cessation Quit4you 01624 642404 www.quit4you.gov.im

Breastfeeding

Health Visitor Support services, la leche league and breastfeeding friendly establishments listings

Refer to website www.gov.im/breastfeeding

Occupational Health

Occupational Health, Isle of Man Government 01624 642150 occupationalhealth.

[email protected]

Work/Life Balance ACAS Refer to website

http://www.acas.org.uk/media/pdf/j/m/Flexible-working-and-work-life-balance.pdf

Gambling Gamcare 01624 622011 http://www.motiv8.im/gamcare-isle-of-man

Substance Misuse Motiv8 - Drug Aware services 01624 627656 http://www.motiv8.im/

drug-aware

Mental Health Mind – for better mental health Refer to website www.mind.org.uk

Wellbeing Action for Happiness Refer to website http://www.action-forhappiness.org/

Disease Control Public Health Directorate 01624 642639

https://www.gov.im/categories/health-and-wellbeing/disease-control/

Alcohol

Drink aware Refer to website www.drinkaware.co.uk

Motiv8 - Alcohol Advisory Service 01624 627656

http://www.motiv8.im/alcohol-advisory-ser-vice

APPENDICES

APPENDIX 1: SERVICES PROVIDING SUPPORT FOR POSSIBLE TARGET AREAS

37

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REFERENCES

Chartered Institute of Personnel and Development (CIPD, 2016). Annual Survey Report: Absence Management 2016. https://www.cipd.co.uk/knowledge/fundamentals/relations/absence/absence-management-surveys(Accessed 9 October 2017)

World Health Organisation (WHO, 2016). Occupational Health: Benefits Workplace Health Promotion http://www.who.int/occupational_health/topics/workplace/en/index1.html (Accessed 9 October 2017)

Adapted with permission from the National Heart Foundation of Australia from Heart Foundation, Cancer Council NSW and PANORG University of Sydney.

Healthy Workplace Guide: 10 steps to implementing a workplace health program. Second edition. Melbourne: National Heart Foundation of Australia, 2016.

MORE INFORMATION For further information, please visit:

www.gov.im/workplacewellbeing

DEPARTMENT OF HEALTH AND SOCIAL CARE Public Health Directorate Cronk Coar, Noble’s Hospital, Strang, Douglas, Isle of Man IM4 4RJ

Tel: +44 (0)1624 642639 Email: [email protected]

www.gov.im/publichealth

ISLE OF MAN CHAMBER OF COMMERCE 21 Athol St, Douglas, Isle of Man IM1 1LB

Tel: +44 (0)1624 674941

www.iomchamber.org.im

The information in this toolkit can be provided in large format or in audio format on request

REF: HW01 1017

DEPARTMENT OF HEALTH AND SOCIAL CARE

Public Health Directorate

Cronk Coar, Noble’s Hospital, Strang, Douglas, Isle of Man IM4 4RJ

Telephone: 01624 642639 | Email: [email protected]

www.gov.im/publichealth

workplace wellbeing toolkit - isle of man government … · workplace wellbeing toolkit: three...

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